METROPOLITAN EDISON COMPANY - Pennsylvania Public Utility ...

Prior Recommendation – Develop a comprehensive work management/manpowerplanning program and produce a staffing plan that addresses current needs and futurestaffing challenges.Prior Situation –FirstEnergy did not have a comprehensive work management andmanpower planning system in place. Managers had performance systems availablethat were useful in projecting future workload but most managers used these indicatorsonly to measure and monitor day-to-day business and not for long range planning.BWG concluded that none of FirstEnergy’s systems truly represented a comprehensivework management and manpower planning system.Employees were time reporting for accounting purposes, but very little of the datawas used for manpower planning. FirstEnergy did not utilize any systems that coveredmanagement employees in “white collar work” functions hence there was little or nodata available to determine those staffing needs. Staffing levels were arbitrarilydetermined by top management based on a review of historical levels. Changes tostaffing levels were usually granted based on qualitative criteria, rather than anobjective analysis.Therefore, BWG recommended that FirstEnergy develop a workmanagement/manpower planning program that includes: a comprehensive timereporting system for each department, an appropriate work management system ineach department, a comprehensive manpower planning process, and a staffing planthat addresses the future challenges presented by the aging workforce.Follow-up Finding and Conclusion No. X-3 –A Work Management Initiative Groupwas developed to plan, schedule, and manage work across FirstEnergy’s systemand determine current and future staffing levels; however, FirstEnergy is nottracking budgeted historical staffing levels.The outside consultant that performed the Workload and Manpower PlanningAnalysis for FirstEnergy in 2007 recommended a staffing database model approach, butFirstEnergy did not implement the model as suggested because it did not easilyintegrate with the corporation’s accounting structure and was not viewed as a practicalapproach. As an alternative, during the third quarter of 2007, FirstEnergy developed theWork Management Initiative Group that uses a staffing model similar to the one thatwas suggested by the consultant. FirstEnergy refined the staffing model approach toinclude forecasting and planning workload and resource requirements. The staffingmodel used by the Work Management Initiative Group is designed to help managementlook at historical workload and anticipated future workload to determine future staffingneeds.Each FE-PA Company has a Forecasting and Planning Group that looks atknown and anticipated work, and develops an annual staffing plan based on theanticipated work levels. The annual work plan consists of comparing historical workloadto anticipated workload. It also includes looking at historical productive hours, the- 69 -